December 07, 2009

Training is an attempt to improve employee performance on a currently held job or one related to it

Training is an attempt to improve employee
performance on a currently held job or one related to it. This usually will lead
to changes in specific knowledge, skills, attitudes, or behaviors. These
changes can result to long-term productivity. However, it often the case that
companies only consider training for new hires. Many feel that training is just
a way of introducing to the new hire the culture of the organization. It is also
an opportunity to impart with them the lessons that senior employees had that
helped them in furthering the growth of the company. According to (2003),
the qualities of the employees are determined by their development through
training and education. In turn, quality employees are factors in defining the
long-term stability and profitability of the company. It is a fact that the
rigorous hiring process of many companies a ways of ensuring that they will only
be hiring the best of the best. However, this is not enough to say that the
people they hire will be delivering effective performances. It might be true
that they can see potential in those people and that is why they hired them.
Nevertheless, these potentials cannot be put into use unless they are accordant
with the company’s visions. This is the reason why training must take place.
Training of employees’ pertains to giving the employees the basic knowledge
necessary for them to be able to perform their tasks. In addition, employee
training will also enhance the inherent capacity of the employees. Development
needs to be dealt with continuously enhancing employees’ abilities through
training to match the changes in the business industry.

According to (2002), training is being used to
facilitate education. In addition, training is also seen as a tool to retain
employees, improve corporate culture and design incentive programs for employees
(2002). Trainings are also being conducted so that the company will be able to
create a pool of employees that can readily and adequately replace those who
have left the company. Due to fast technological developments, employees must be
continuously and/or regularly trained to be able to adapt to the developments
that will affect the company. Training also motivates a team by allowing them to
become more efficient. If a company is able to train and develop
highly-competent employees then they will be able to fill positions needed for
expansion (2003 ). Since training can develop efficient employees and create
rooms for expansion, this means that training can also result to lower employee
turnover rates. According to a survey conducted by ( 2000), high turnover
rates resulted to 38 percent decrease in earnings and stock prices in 4
industries. This means that many companies are losing precious capital in
attempting to replace the employees that left the company. So if training can
reduce turnover rates, it means that companies will also be able to reduce costs
of operation. The results of training and development start a chain reaction.
When the company is able to produce effective employees then their profitability
will increase. When this happens, they will also be able to compensate their
employees based on their contribution to the company’s growth. In turn, it will
create a feeling of satisfaction that will motivate them to improve further
their efficiency and then the cycle will once again begin (2005). This means
that training motivates employees. Training motivates employees by empowering
them. Through training, they acquire skills and knowledge that will help them in
improving their performance. According to the intrinsic motivation theory, the
feeling of autonomy drives employees to persist in their work. In addition,
autonomous employees report that they enjoy their work and they have high
interest in their work as well ( 1975). (1959) added that people are
motivated when the feel that they affect their environment. This means that
employees will be motivated if the feel and see that they are competent in what
they do. Therefore, in order for employees to become competent in their work,
they must undergo continuous training to enhance their skills. Consequently,
when employees exhibit excellence, employers must see to it that they are being
reward. This is to let employees know that their hard Work and work competence
are being recognized. As such, it can be said that the implementation of an
efficient rewards system is a result of effective employee training. Pay is an
integral concern of the organization. In addition, (1992) stated that pay
is explicitly associated with business performance. This means that pay or
reward systems also act as motivators for employees.

People work because they want career
opportunities that would allow them to explore their capabilities as individuals
and team players. People want to grow and this drives them to improve themselves
in the workplace. However, it is also a fact that people work because they have
financial gains, which is one of the main factors why people work. Therefore, if
companies have reward systems, involving monetary benefits, employees will have
something to look forward to when they are able to do a good job. This means
that financial benefits or reward can drive employees to worker harder and be
more competent in what they do. However, money does not always answer the needs
of employees as stated earlier. Employers must recognize that their employees
are human beings who have hopes and dreams that they want to fulfill. This means
that there must be a balance between the kinds of reward the companies provide
their employees. It is essential that the holistic need of a person for
improvements be taken into consideration upon the formulation and implementation
of key activities such as training, motivating and rewarding.

Aside, discovering the most qualified employees and matching them to the jobs
for which they are best suited is significant for the success of any
organization. However, many enterprises are too large to permit close contact
between top management and employees. Human resources, training and employee
relations managers and specialists provide this connection. In the past, these
workers have been associated with performing the administrative function of an
organization, such as handling employee benefits questions or recruiting,
interviewing, and hiring new staff in accordance with policies and requirements
that have been established in conjunction with top management. Today’s human
resources workers manage these tasks and, increasingly, consult top executives
regarding strategic planning. They have moved from behind-the-scenes staff work
to leading the company in suggesting and changing policies. Senior management is
recognizing the significance of the human resources department to their
financial success. In an effort to enhance morale and productivity and help
organizations increase performance and improve business results, they also help
their firms effectively use employee skills, provide training and development
opportunities to improve those skills and increase employees’ satisfaction with
their jobs and working conditions. Although some jobs in the human resources
field require only limited contact with people outside the office, dealing with
people is an important part of the job.

The responsibilities of human resources generalists can vary widely, depending
on their employer’s needs. In a large corporation, the top human resources
executive usually develops and manages human resources programs and policies.
The director of human resources may supervise several departments, each headed
by an experienced manager who most likely specializes in one human resources
activity, such as employment, compensation, benefits, training and development,
or employee relations. Expertise in designing and administering benefits
programs continues to take on importance as employer-provided benefits account
for a growing proportion of overall compensation costs, and as benefit plans
increase in number and complexity. For example, pension benefits might include
savings and thrift, profit-sharing, and stock ownership plans; health benefits
might include long-term catastrophic illness insurance and dental insurance.
Familiarity with health benefits is a top priority for employee benefits
managers and specialists, as more firms struggle to cope with the rising cost of
health care for employees and retirees. In addition to health insurance and
pension coverage, some firms offer employees life and accidental death and
dismemberment insurance, disability insurance and relatively new benefits
designed to meet the needs of a changing workforce, such as parental leave,
child and elder care, long-term nursing home care insurance, employee assistance
and wellness programs, and flexible benefits plans.

Also, counseling may help employees deal with emotional disorders, alcoholism,
or marital, family, consumer, legal, and financial problems. Some employers
offer career counseling as well. In large firms, certain programs, such as those
dealing with security and safety, may be in separate departments headed by other
managers. Increasingly, management recognizes that training offers a way of
developing skills, enhancing productivity and quality of work and building
worker loyalty to the firm, and most importantly, increasing individual and
organizational performance to achieve business results. While training is widely
accepted as an employee benefit and a method of improving employee morale,
enhancing employee skills has become a business imperative. Increasingly,
managers and leaders realize that the key to business growth and success is
through developing the skills and knowledge of its workforce. Training
specialists in some companies set up leadership or executive development
programs among employees in lower level positions. These programs are designed
to develop leaders to replace those leaving the organization and as part of a
succession plan. Trainers also lead programs to assist employees with job
transitions as a result of mergers and acquisitions, as well as technological
changes. In government-supported training programs, training specialists
function as case managers.

For many specialized jobs in the human resources field, previous experience is
an asset; for more advanced positions, including those of managers as well as
arbitrators and mediators, it is essential. Many employers prefer entry-level
workers who have gained some experience through an internship or work-study
program while in school. Human resources administration and human resources
development require the ability to work with individuals as well as a commitment
to organizational goals. This field also demands other skills that people may
develop elsewhere using computers, selling, teaching, supervising, and
volunteering, among others. The field offers clerical workers opportunities for
advancement to professional positions. The growing diversity of the workforce
requires that they work with or supervise people with various cultural
backgrounds, levels of education, and experience. They must be able to cope with
conflicting points of view, function under pressure, and demonstrate discretion,
integrity, fair-mindedness, and a persuasive, congenial personality.

Furthermore, employee development is closely
linked to the growth of a company. This is especially true for small businesses,
in which each employee plays a vital role in the success of the company.
Employee growth has direct and indirect benefits. More knowledgeable, skilled
and capable employees directly impact company’s ability to satisfy customers,
resolve problems and crises, and adapt to changing market conditions. Paying for
an employee’s continuing professional education, for example, can help your
company gain expertise in new technologies and markets, which can save you
money in the long run.The ability to manage people well
can have a huge financial impact on a company. Employee turnover rates, cost of
talent retention, litigation experience, and employee tenure are just some of
the metrics you should look at to try to gauge the effectiveness of your
management staff. Most companies offer management training of some sort. But
there is always room to enhance the programs so that managers feel better
prepared to handle their day-to-day responsibilities in ways that minimize risk
to the company while improving relationships in the workplace. With today's
technology, offering a variety of management training has become ever more cost
effective. Online training is accessible and affordable. And if a person retains
the right design it properly in-house, online training can be customized in the
organization and organizational culture. Depending on the topic, live training
with a facilitator will give more bang for the buck as committing to an
effective management training program can result in tremendous cost savings.